Open Business Models Open Innovatio Business Models Open Innovation ... Total Points = 1,000 ... Threadless Case Business Model Canvas - iterations

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Page 1 Open Business Models & Open Innovation An Experiential Learning Course with Real Companies and Case Studies Three Unit Course Course Number: UGBA 190T.1 Course Title: Open Business Models & Open Innovation Instructor: Solomon Darwin E-mail Address: darwin@haas.berkeley.edu Meeting Location/Time: TTh 2:00PM-3:30PM in C330; Office Hours: 3:30PM- 5:30PM Class Format: Students work independently in groups; an interactive project-based class Graduate Assistant (GSI): Dan Wong | MBA Class of 2015 | email: Recommended Reading: Open Business Models - Harvard Business School Press Author: Henry Chesbrough HBS Cases will be assigned during the course need to be downloaded from HBS website COURSE DISCRIPTION: This course presents an opportunity for those students who are passionate about employing their innovative and creative talents to learn the process of Open Innovation to address the business model challenges of real companies. This semester, the students will come up with new business models for Coke, Wipro, United HealthCare, Johnson & Johnson, Fujitsu and GE. Students work with Senior Executives in groups of five to seven to formulate innovative solutions to address the issues the company is facing. The students will be given an opportunity to demonstrate their solid understanding of the process, concepts and strategies of the open innovation process. This includes exploring new business models and prospective markets in light of the changing economic landscape, social trends, and emerging technological advances. The intent of the course is to create heterogeneous groups to leverage the diverse experiences, skill-sets, and tacit knowledge of individuals within each group to frame and solve problems. The business model solutions proposed by student groups need to be viable and scalable. The senior executives from each of the respective firms will judge the final presentations at the end of semester. The instructor will serve as a mentor/consultant/facilitator to each group within the class. The sponsoring company executives will provide a mid-point review to provide feedback and guidance. Professor Darwins previous business model innovation projects involving students and senior executives includes: Intel, HP, McKesson, Nike, Best Buy, Shell, Dole, United Health, Johnson & Johnson, SAP, Lenovo, Mindray, Huawei, Mattel, Standard Chartered Bank, Cisco and Ericsson, DreamWorks, FedEx, Tyco, WTA, Optum, Fidelity Investments, Toyota, Nestle, IBM, Xerox, GE, Philips, and Apollo Hospitals. The executives derived excellent insights and ranked the projects very highly over the past several years. Course objectives: 1. Learn Experientially Prof. Darwin will serve as a facilitator and consultant during class on projects. 2. Utilize creative talents of students within the student groups to address challenges of real companies. 3. Understand Open Innovation & Business Model concepts. 4. Engage with Senior Executives Prof. Darwin will make introductions to appropriate executives. 5. Reward cross learning across groups and individuals students (cross-pollination) 6. Focus on break-through disruptive vs. incremental solutions 7. Work collaboratively with other groups and external segments for sourcing ideas. 8. Present results to senior executives for evaluation major part of the course grade. Page 2 Course Layout: 1ST half of the course: Focus on providing tools for the business innovation project. The eight building blocks of a business model (5 min quiz) Examples of Closed vs. Open Innovation models (5 min quiz) Measuring Innovation: Key metrics of business performance (5 min quiz) Managing Innovation (5 min Quiz) Execution Plan (5 min quiz) Lessons learned from case studies of successful and failed business models (5 min quiz) Course Layout: 2ND half of course: Focus on doing the group project in class time will be allocated to groups: Working with the professor and senior executives to frame the problem Researching, and analyzing the firms financials, its industry, and markets Soliciting external ideas through innovation platforms Exploring alternative models Recommending an innovative business model solution About the Instructor: Professor Darwin is the Executive Director for the Garwood Center of Corporate Innovation at Haas. He comes with broad leadership experience in corporate management & academia. He teaches this course internationally at several prominent universities in European and Asian as well as in the Executive Education program at Haas and abroad. He has been recognized by his peers and students for his innovative leadership, teaching, and curriculum development. At Haas, he moderates key annual International Conferences, Innovation Forums, and the Deans Chief Innovation Officer Round Tables. His teaching experience spans over 16 years. Prior to joining the Haas School of Business Berkeley in 2005, he was an Associate Professor for 9 years at USCs Marshall School of Business in Los Angles. He is also the Associate Director for the Program in Open Innovation and works closely with Professor Henry Chesbrough the father of Open Innovation. His progressive corporate leadership experience covers a span of 14 years as a Senior Finance Officer at Bank of America; Director of Finance at First Interstate Bank; Corporate Controller at Glendale Federal Bank and Senior Financial Analysts at Motorola. During his spare time, Solomon also consults and trains senior executives. The list includes Google, Genentech, Hewlett Packard, Health Net, UCSF Medical Center and several other Silicon Valley companies and startups, as well as businesses in Mexico, China, India, Russia, and Europe. He has been active in several humanitarian projects and founded a school and hospital for the poor in India. Grading: 1. Class Attendance 100 2. Class Participation 100 3. Spot Quizzes (6 -1=5) 100 4. MidTerm (Your BM) 200 5. Peer Evaluation 100 6. Final Project 400 Total Points = 1,000 Important Policies that will affect the grade: Class participation for cross learning from each other is encouraged side discussions during lecture time are not allowed. Cold calling will be utilized to track participation. No laptop policy: Lecture slides will be provided before the class and group sessions for taking notes. Attendance, attentiveness during class and being on time to class will help you greatly. Cell phones & Texting & Food is not allowed during class sessions. Page 3 Day T/Th Topic for Discussion Project Phase 1 28-Aug What is a Business Model? Industry & Company Specific Research2 2-Sep What is Open Innovation? Industry & Company Specific Research3 4-Sep How Open Innovation Works? - real cases Conf. Call with Sponsors (Sep. 4 or 5)4 9-Sep Group Bonding/Sharing Ideas/Work Allocation Industry & Company Specific Research5 11-Sep Group Bonding/Sharing Ideas/Work Allocation Industry & Company Specific Research6 16-Sep How do you Measure Innovation? - Day 1 Financial Statement Analysis7 18-Sep How do you Measure Innovation? - Day 2 Financial Statement Analysis8 23-Sep How do you Manage Innovation? Business Model Canvas - iterations9 25-Sep How do you Execute Innovation? Business Model Canvas - iterations10 30-Sep Case Studies in Innovation P&G Business Model Canvas - iterations11 2-Oct Case Studies in Innovation - Threadless Case Business Model Canvas - iterations12 7-Oct Innovation Challenges in Emerging Economies? Business Model Canvas - iterations13 9-Oct What are the Pro's & Con's of Innovation? Business Model Canvas - iterations14 14-Oct Mid-Term Business Model Canvas - iterations15 16-Oct Meet in Groups - Instructor feedback Meet in Groups - Instructor feedback16 21-Oct Meet in Groups - Instructor feedback Meet in Groups - Instructor feedback17 23-Oct Mid-point Review by Executives Mid-point Review with Sponsors18 28-Oct In-Class Group Work/Guest Speakers External Idea Seeking19 30-Oct In-Class Group Work/Guest Speakers Process External Feedback20 4-Nov In-Class Group Work/Guest Speakers Incorporate External Ideas21 6-Nov In-Class Group Work/Guest Speakers Incorporate External Ideas22 11-Nov Presentation to Peers to solicit external ideas Incorporate External Ideas23 13-Nov Presentation to Peers to solicit external ideas Incorporate External Ideas24 18-Nov Pre-Presentation to Selected Executives for input Pre -Presentations25 20-Nov Pre-Presentation to Selected Executives for input Pre -Presentations26 25-Nov Guest Speaker Process Executives' feedback27 27-Nov Thanksgiving Holiday28 2-Dec Groups Meet Outside of Class Incorporate feedback29 4-Dec Meet in Groups - Instructors' feedback Day of Rest5-Dec Final Group Presentations Day of JudgmentImportant Notes:3 Guest speakers will be confirmed a week before the class4 Class Participation Includes contribution the course blogTentative Schedule UGBA190T - Tue/Thur 2:00 - 3:30PM meets in C330Page 4 Judge's Evaluation Sheet - Open Innovation & Business Models - Dec 5, 2014 Judge's NameTime Group Evaluation Category - Points Awarded Low High8:30 AM COKE Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 Total9:00 AM FIJITSU Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 Total9:30 AM HuaweiGE Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 Total10:00 AM J&J Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 TotalCoffee Break10:45 am UNITEDHEALTH -OPTUM Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 Total11:15 AM WIPRO Introduction & Background of the Challenge 1 2 3 4 5Judge's Comments - Five areas of improvement Evaluation of Existing Business Model 1 2 3 4 51 New Value Creation/Capture Proposition 1 2 3 4 5Creativity of the New Business Model 1 2 3 4 52 Incorporation of Open Innovation Concepts 1 2 3 4 5Risk & Financial Analysis for Sustainability 1 2 3 4 53 Group Interaction, Etiquette& Delivery 1 2 3 4 5Quality of the Presentation & Illustrations 1 2 3 4 54 Quality & Practicality of Recommendations 1 2 3 4 5Time Management 1 2 3 4 55 TotalCircle one per categoryPage 5 Your Name: Group #: Please evaluate each group member's performance, excluding your own, for this project.Assign a score from 20 (EXCELLENT) to 5 (VERY POOR) for each attribute listed, but do not rate yourself. Your ratings will be kept confidential and will not be shared with other group members.member 1 member 2 member 3 member 4 member 5 member 6Item Possible NAME# Points Categories1 20 Attendance at group meetings2 20 Preparation for group meetings3 20 Contribution of ideas4 20 Other contributions (research etc.)5 20 Teamwork100 Total points"I am confirming the above points":Please sign abovePEER EVALUATION